Why do employees resist change? What steps can mangers take to minimise resistance to change? Some of the reasons for this resistance include dislike of change; discomfort with uncertainty; lack of clarity; negative perceptions relating to interests; attachment to old ways; lack of conviction that change is needed; disagreement with particular change; poor timing; disagreement with how change is managed; excessive change; bad previous change experiences. When people perceive that the change is going to have negative impacts on their interest (eg authority, status, autonomy, rewards), they will resist the change. For example, in the HAL IT case, PB’s consultants, who think very high of themselves and enjoyed benefits such as business-class flights may feel their interests damaged by the M&A. They may consider their status and autonomy undermined and reputation polluted by HAL’s corporate hierarchy, and view HAL’s remuneration system as an inadequate measure of their contribution. (In OilCo’s case, the
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